Corporate Development Engagements:

Public Affairs Consulting Company:

This company originated as a spin-off from a larger entity.  The principal took full ownership through a transition period of about six months and, during this time, required assistance with a number of financial and operational challenges. One of the primary concerns involved branding, since conveying the proper image is an essential part of establishing credibility with new clients as well as hiring future talent. In addition, finances and operations needed to be structured accordingly so that personal risk was minimized while preserving the capacity for future growth.

Residential Mortgage Brokerage

This company, while largely maintaining its autonomy, had been merged into a larger national mortgage company and was having difficulty operating effectively under its new structure. Specifically, retention of support personnel was increasingly difficult as was integrating new loan representatives. A number of operational issues were identified and rectified.  More specifically, processes involving data collection from loan representatives to sourcing the financing for various transactions were evaluated and re-engineered to increase efficiency, productivity and profitability.

Acquisition Evaluation:

HVAC Distribution Company:

This 30-year old, privately-held company had a successful operating history and a strong customer base. However, as its principal owner began nearing retirement age, it was clear that he had not created a sufficient succession plan or exit strategy. Initially, the company sought to sell its operations.  I worked on valuation issues, primarily to bring management’s expectations more in line with what a willing buyer would reasonably pay.  Ultimately, the company received a buyout offer and entered into negotiations with a corporate entity.

Metal Fabrication Company:

The owner of this 35-year old, privately-held company also had a successful operating history and was seeking an exit strategy.  As he was attempting to package the company to be sold, he was experiencing differences in his perception of the value of the company relative to the offers he was receiving. As we looked at the operations of the company, there were a number of complex issues for a potential buyer to contend with that could be made easier by the seller doing some initial preparation. First, there were a number of environmental concerns regarding its manufacturing facility in an urban environment. There were also financial details relating to the age of the equipment and the amount a lender would take as collateral to finance an acquisition. These areas were addressed to the satisfaction of the owner.

Process Reengineering:

House of Worship (Not-for-profit):

This Roman Catholic parish was experiencing a number of financial and operation issues, the greatest of which was its failing a diocesan audit and experiencing extended periods of negative cash flow. Upon reviewing its controls and procedures, it was evident that it required an overhaul of its financial reporting processes and the degree of oversight by its finance committee. In addition, new revenue streams were devised by which substantial rental income was created by utilizing vacant real estate and facilities. Further overhead reduction was achieved by streamlining the number of vendors and creating a more strictly adhered budgeting process.

Business Start-up Consulting:

Technology:

A technology professional developed a solution and wanted to structure a business around it.  In its infancy, financing needs and sources were evaluated.  It was necessary to coordinate the consortium of talent, from software developers to venture capitalists, around the vision for this new product.  Bringing an entrepreneur from concept through development and to launch requires discipline in process, forecasting and strategy planning.